Case | HBS Case Collection | January 2002 (Revised June 2003)

Abelli and Saviotti at Banca Commerciale Italiana (A)

by Tiziana E. Casciaro, Kathleen L. McGinn and Massimiliano Belingheri


In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano--two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy.

Keywords: Mergers and Acquisitions; Networks; Banks and Banking; Business Strategy; Power and Influence; Crisis Management; Government and Politics; International Finance; Failure; Banking Industry; Italy;


Casciaro, Tiziana E., Kathleen L. McGinn, and Massimiliano Belingheri. "Abelli and Saviotti at Banca Commerciale Italiana (A)." Harvard Business School Case 402-043, January 2002. (Revised June 2003.)